Setting the Scene

Leadership

How the local authority’s political leadership, governance, scrutiny and challenge arrangements help to set priorities and promote well-being across the local authority’s functions.

The Social Services and Well-being (Wales) Act came into force in April 2016. It provides the legal framework for improving the well-being of people who need care and support, and carers who need support, and for transforming social services in Wales. The fundamental principles of the Act are:

• Voice and control
• Prevention and early intervention
• Well-being
• Co-production

The associated Code of Practice sets out a framework for measuring the progress that local authorities make against their duties under the Act as a whole. This process also enables us to continuously improve services.  As required by the Code of Practice, we have arrangements in place to collect and return data on statutory performance measures to Welsh Government on an annual basis.  Measuring performance activity is carried out in line with each of the quality standards which focus on people, prevention, partnerships, and integration and well-being.

Conwy has strong governance arrangements, which include a Member-led overview and scrutiny function which has a positive and constructive ethos of acknowledging good practice and recommends improvements where necessary.  Scrutiny seeks to engage with the community where possible to enhance the quality of life and well-being for all who live, work or visit the area.  This is achieved by scrutinising the policies and services provided by the Council and where we work in partnership with external organisations.

The governance arrangements in place also support the effective management of Social Care. The Council has implemented a Social Care and Health Overview and Scrutiny Committee and has appointed two Portfolio Holders to represent Children, Families and Safeguarding, and Integrated Adult and Community Services.  We submit various reports to Scrutiny Committee for review and challenge and have a robust internal process for performance oversight and challenge.  Meetings are held with our inspectorate throughout the year and we routinely and actively review our own practice to ensure continuous service improvement.

The Welsh Government’s Well-being of Future Generations (Wales) Act 2015 outlines a set of national outcomes and places a duty on public bodies to put sustainable development at the heart of decisions.  This Act ensures that the environment, social, and economic considerations are central to decision-making. 

In Conwy we incorporate these objectives into our Corporate Plan for the period 2022-2027. It sets out our ambitions to make a difference for the people of Conwy over the next five years, in order to meet our long term citizen outcomes:

• People in Conwy value and look after the environment
• People in Conwy live in a county which has a prosperous economy with culture at its heart
• People in Conwy are educated and skilled
• People in Conwy have access to affordable, appropriate, good quality accommodation that enhances the quality of their lives
• People in Conwy are safe and feel safe
• People in Conwy are healthy
• People in Conwy live in a county where the use of Welsh is thriving and people can participate in all aspects of community life through the medium of Welsh
• People in Conwy are informed, included and listened to and can actively contribute to a community where their background and identity are valued and respected
• Conwy County Borough Council is resilient

As a service we reflect how we are contributing to these priorities through our six-monthly Service Performance Review process.

The Social Services and Well-being (Wales) Act 2014 and Code of Practice set out a framework for measuring the progress that local authorities make against their duties under the Act as a whole.  This process also enables local authorities to continuously improve services.  As required by the Code of Practice, we have robust arrangements in place to collect and return data on statutory performance measures to Welsh Government on an annual basis.  Measuring performance activity is done in line with each of the quality standards which focus on people, partnership and integration, prevention, and well-being.

Equalities and Diversity

One of the Citizen Outcomes outlined within the Corporate Plan 2022-2027 is:

People in Conwy are informed, included and listened to and can actively contribute to a community where their background and identity are valued and respected.

Through the Inclusive Conwy Plan 2024-2028, we want the future to change for the better.  The new plan aims to focus on people and their lived experience, rather than our obligation to comply with legislation.  An ‘Inclusive Conwy’ is our goal, that no matter what your background, you are able to live, work and visit a county where you are welcome and feel acceptance and belonging.

What do we mean by equality, diversity and inclusion?

• Equality is about recognising and valuing differences and treating people according to their needs. It is about creating a fairer society, in which everyone can take part and have the opportunity to achieve their true potential regardless of their identity.
• Diversity is understanding that each person is unique. It means embracing people’s differences, including their beliefs, abilities, preferences, backgrounds, values, and identities.
• Inclusion is an extension of equality and diversity. It means that all people, without exception, have the right to be included, respected, and appreciated as valuable members of the community.

Equality, diversity and inclusion are about valuing everyone as an individual, treating people fairly and providing equal chances, while respecting people’s differences.

The plan also sets out the key priorities that the LA will focus on over the next four years and incorporates actions from the Welsh Government’s Anti-racist Wales Action Plan and LGBTQ+ Action Plan.

Within Social Care we are demonstrating our commitment and contribution to the Conwy Inclusion Plan as well as the Anti-racist Wales Action Plan in a variety of ways.  For example, we’re working with community organisations, the third sector and the NHS to ensure the needs of Black, Asian and Minority Ethnic people are considered when developing new strategies and legislation for Mental Health; proposals to address unmet mental health needs of asylum seekers, refuges and migrants; and proposals to reduce health inequalities amongst Gypsies, Roma and Traveller communities.  We will also implement the Health and Social Care Workforce Race Equality Standard referenced in the Anti-racist Wales Action Plan.

To mark International Social Work Day we commissioned Professor Prospera Tedam from University College Dublin to deliver a talk about anti-oppressive social work practice and the importance for social workers to identify and challenge behaviours, values and structures that perpetuate racism. In 2024 we’ll be inviting her to deliver three workshops for our social workers, to support us in exploring these themes in Conwy.

We ensure that our foster carers receive equalities training as part of the National Fostering Learning Framework. Equalities and Diversity, and Sexual Orientation and Gender Identity are mandatory training courses for all foster carers and connected persons. The training is provided to ensure that we understand these themes from a young person’s experience in order to create environments where diversity is celebrated. Foster carers are then in a position to understand and support LGBTQ+ individuals.

We have been fully committed in encouraging employees to participate in the Anti-Racist Wales Action Plan survey. All staff received a direct communication from the Strategic Director of Social Care and Education Services, stressing the importance of the survey, and expressing our firm commitment to a workplace where we celebrate difference and embrace inclusivity. We have used our liaison meetings with commissioned services to promote the survey amongst social care providers and their employees.

Workforce

Recruitment and retention challenges

The table below shows key data in relation to our Social Care workforce, as of 12 February 2024:

Service	Total Positions	Social Workers	Total Vacancies	Vacant Social Work Posts	Total Agency Workers	Agency Social Workers
Children, Families & Safeguarding	199	52	17	10	8	8
Integrated Adults & Community Services	654	60	38	3	14	4
Social Care Total	853	112	55	13	22	12

In April 2023 we reported that we had:

• 57 vacancies across Social Care
• 13 Social Work vacancies, of which 11 were based in Children’s Services
• 15 agency Social Workers, of which 9 were based within Children’s Services

Through the year, on average 12% of Social Work posts were vacant, resulting in increased challenges for Social workers to meet their statutory responsibilities. As a short-term solution, the workforce data shows a continued reliance upon agency Social Workers to cover vacancies.

In 2019 we launched a Trainee Social Work programme, open to staff employed within Conwy Social Care. For the duration of their studies trainees remain within their substantive posts, and on qualifying are employed as a Social Worker.

In total, 19 staff have been supported by the programme, and we are currently supporting twelve. Of the current cohort, two will qualify in October 2024, six in October 2025, and four in October 2026.

In 2024 we will be offering four traineeship positions. In addition, we are exploring the development of a Graduate Trainee Social Work programme to attract Welsh-speaking graduates to undertake the Bangor University MA in Social Work qualification.

Recruitment of Occupational Therapists is a continued challenge, and our own experience is reflected across the region’s local authorities and health board. Through the Regional Workforce Board, Social Care and Health colleagues are collaborating to develop a regional Occupational Therapy Workforce Plan to meet our current and future Occupational Therapy workforce needs.

In Conwy we are developing an Occupational Therapy career pathway to support newly-qualified Occupational Therapists to develop their skills, knowledge and experience, aligned to the Occupational Therapist in Social Care learning and development framework, published by Social Care Wales. 

Wales safeguarding training, learning and development standards

Social Care safeguarding and workforce officers have supported corporate Designated Safeguarding Managers to appropriately align all job roles across the authority to the relevant groups as identified within the standards. This work has enabled us as an authority to consider and review the safeguarding roles and responsibilities for every position within the authority. This has been a valuable exercise as it has demonstrated the need to increase the levels of safeguarding training available to the whole workforce.

The national framework to support the standards was launched in October 2023. Our next task is to develop a local authority wide and commissioned social care services safeguarding learning and development programme, aligned to safeguarding standards.

Mwy na geiriau

We have commissioned Iaith Cymru to undertake a review of the current Mwy na geiriau (More than just words) and Active Offer implementation within Conwy Social Care and commissioned services.  The outcome will be to develop an action plan for improving our ability to deliver services in Welsh.

Two workshops were hosted by Iaith Cymru to gather information about how Mwy na geiriau and the Active Offer are currently being implemented, what is working well, what the challenges are and how to overcome those challenges.​ In attendance were a mixture of staff from across Conwy Social Care and commissioned services.

Key outcomes from the workshops:

• Willingness to take a whole-sector approach
• Iaith Cymru to undertake a survey across social care services using the Fi a’r Gymraeg / Welsh and Me questionnaire
• Review recruitment practices to target and improve recruitment of people with existing Welsh language skills or who can learn Welsh after being appointed
• Through language awareness training, employees will develop an understanding that people’s language needs change and vary under different circumstances
• Offer more flexible ways of learning Welsh
• Provide Why Welsh Matters training for Managers, and share examples of good practice by managers in other teams or organisations.

A formal project will be established, to include commissioned services, to deliver on the actions arising from the workshops and questionnaire. 

Employment Support Service

In June 2022 we created the Employment Support Service to support individuals into employment across the Social Care sector. Prior to this there were no designated staffing resources for this purpose, resulting in:

• Employment support agencies having limited knowledge on employment opportunities available within Social Care.
• No named resource for agencies to refer individuals for support through the employment process.
• A lack of promotion of Social Care as a career of choice, in particular via Careers Wales, who have a rolling programme across schools in Conwy.
• A perception that Social Care is limited to settings such as older people’s homes and that it offers limited opportunity for career development.

The Social Care Employment Mentor post has two key functions: to promote Social Care as a career of choice and to support individuals into employment in Social Care. Between June 2022 and December 2023 our mentor, Emma Thomas, has supported 33 individuals to gain employment in Social Care, and has received positive feedback:

I would just like to say a massive thank you for your help in helping me find employment. I honestly could not have done it without your help. I wouldn’t even have applied. Your help with interview prep gave me confidence and an idea of what to expect.

Thank you very much. I really appreciate how consistent and positive you have been throughout this. It really does make a difference to people who are on this journey. From filling out the application, mock interviews and constant ongoing support I can’t thank Emma enough, she is always at the end of the phone with support and guidance. This service has been invaluable.

It has become clear that many participants find the application process daunting and have difficulty understanding what is required from the job application form. Others don’t understand how existing skills, knowledge and life experience can be used to support their applications. There is often a lack of confidence to apply for posts, and generally a limited understanding of the breadth of posts and services available within Social Care.

Our action plan

We will be hosting information events to increase the understanding of:

• The variety of roles available within Social Care
• The job application process
• How transferable knowledge and skills can be used to support an application

We will establish closer links with Further Education colleges to support students into employment within Social Care.

Introducing digital learning to the care workforce

This year we found that the uptake of face to face training had become problematic to both internal and external care providers, with managers finding it difficult to release staff due to staff shortages and high travelling costs for them to attend training venues. The online learning that was available became too challenging due to a lack of technology, and staff lacking the confidence and motivation to complete it in this way.

Our digital tablet project came into being as a result, with courses made available via Care Tutor BVS online modules, covering subjects required by the Social Care workforce. We had discussions with team managers to ascertain their training needs, choice of modules, dates and locations for delivery. Each session uses twelve digital tablets for designated staff to access the modules. Workforce Development and Learning staff are available to assist with any issues, e.g. logging on, worries or fears about technology, fear of failure, anxiety, low self-expectation, inability to open or close the modules, and generally becoming proficient with the digital tablet itself.

The benefits of this approach have been numerous, with individuals:

• Gaining confidence in using technology
• Gaining confidence via individual achievement
• Gaining certification on completion of the module
• Overcoming fear of failure as an individual
• Gaining a sense of investment and appreciation of opportunity
• Able to complete learning suitable for their needs
• Gaining sufficient confidence to complete additional modules at their own pace with less support

Managers and team leaders have, as a result:

• Been able to achieve key subject area learning as part of a concerted effort
• Been able to monitor the pace of staff achievements
• Been made aware of any individual challenges that have been overcome
• Benefited from multiple subjects being completed to a qualitative standard, including certification
• Been able to deliver learning on site, where care is actually provided (both external and internal provision)

The challenges we’ve encountered

We have found that some staff members have high levels of anxiety at the start, and this takes time to overcome. Coupled with other obstacles that may prevent them from completing the modules, we have had to respond appropriately and in a timely fashion. We have set a maximum limit on the number of modules to be completed during one learning session, e.g. three to four modules per individual, equating to five hours of screen time, including breaks.

We have also had to work on empowering managers to offer supported online learning opportunities in work time with the tablets they currently have in their possession.

Our action plan

This work has highlighted the need to increase the digital skills of the workforce and importantly, increase confidence in using digital platforms. This will be addressed in the 2024-25 learning plan.

The Dementia Bus experience

The Dementia Bus is a mobile simulator which provides the learner with immersion into the world of someone living with dementia. Participants have vision, touch, and sound distorted in a similar way to someone living with the disease. We have provided 24 learning sessions with the bus, and learners have said that the training increased their awareness about the impact of dementia upon the individual. As one participant said:

It made me realise dementia is not just about memory – I now see how it affects a person’s senses and how they see the world.

We want to increase access to the training for carers and families, so we’re currently exploring how we can work with relevant agencies to host specific Dementia Bus learning events for them.

Financial Resources

The 2023/2024 Social Care budget of £82.75m was approved by Council on 2 March 2023. During the year, the budget increased to £84.4m, primarily in recognition of the additional costs resulting from nationally agreed pay awards for staff.

The actual 2023/24 expenditure was £87.34m, which exceeded the budget by £2.94m and resulted from increased cost pressures. In particular:

• The costs relating to children looked after exceeded the budget by £3m as a result of increases in the number of placements, the number of high place settings and the average cost of the placements.
• The Council adjusted its fees to residential and nursing care providers part way through the year, in recognition of pressures in the sector, resulting in additional costs of around £1m.
• There has been a one-off accounting adjustment for £1.2m relating to the cost of residential and nursing care, which was not budgeted.
• Other savings offset these key pressures across other service areas.

As the budget pressures became clear during the year, the Service took a holistic approach in dealing with the pressures.  The Strategic Director and Heads of Services made it clear to budget holders that only essential expenditure was to be incurred, and every effort was made in ensuring that income was received in a timely manner, recharges fully agreed with partner authorities, particularly health, and grants fully maximised in line with eligible expenditure.

The holistic approach taken within the service of reducing expenditure, where possible, and maximising income, assisted with minimising the unavoidable budget pressures the service experienced.  When budget pressures became known, these were reported through the corporate quarterly budget reports so that the Authority as a whole was able to address and plan for the risk.

2024-25

During 2023-24 we have analysed our financial situation and been successful with the following business cases to address the 2024-25 budget pressures.

Service	Amount (£m)
Children Looked After	2.00
Deprivation of Liberty Safeguards (DoLS)	0.18
Care Fees Residential	4.88
Care Fees Domiciliary/Supported Living	2.24
Total	9.30

The Service has committed to deliver savings from various services, which total £3.1m and has contributed an additional £0.38m for corporate pressures.

Comparison between the outturn for 2022/23 and 2023/24:

Services	2022/23 Outturn (£’000)	2023/24 Outturn (£’000)	2023/24 Variance (£’000)
Business Support	4,469	4,383	-86
Community & Wellbeing	682	679	-3
Disability	24,988	25,577	588
Older People	23,630	29,133	5,503
Quality Standards & Commissioning	1,087	993	-94
Adult Services Total	54,857	60,765	5,908
Family Support & Intervention	2,587	2,728	141
Children Looked After	14,742	16,134	1,392
Safeguarding	237	261	24
Vulnerable People	6,481	7,273	792
Youth Justice Service	186	181	-5
Children’s Services Total	24,232	26,577	2,344
Total	79,089	87,342	8,253

Note the variance is a comparison of the actual spend in 2022/23 and 2023/24, as opposed to a comparison of spend against the budget in each of those years. The budget for 2023/24 was updated to reflect known cost pressures because of pay and price inflation as well as service demand. The variances reflect those cost pressures.